- Email: [email protected]
Relationship between Innovation and Leadership
Available online at www.sciencedirect.com
ScienceDirect Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
3rd International Conference on Leadership, Technology and Innovation Management
Relationship between innovation and leadership Melouki Slimane a a
Political sciences Department ,Faculty of Law ,University of M’sila,Algeria
Abstract Leadership is organizing a group of people to achieve a common goal. Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. The research for the characteristics or traits of leaders has been ongoing for centuries. This trait-based perspective dominated empirical and theoretical work in leadership. Using early research techniques, researchers conducted over a hundred studies proposing a number of characteristics that distinguished leaders from non-leaders: intelligence, dominance, adaptability, persistence, integrity, socioeconomic status, and self-confidence ,for example. The innovation reveals that the term is often associated with exogenous expert knowledge, private enterprise, product development, technology, science and entrepreneurs .In the practical experience of LEADER, however, it is more likely to be understood by local actors in terms of social innovation and cultural innovation rather than in the sense of science policy and technological innovation that dominates national policy discourses. This paper aims to clarify the relationship between innovation and leadership , But what is the nature of this relationship, and How leaders can play a role in the different field of innovation? rd
©2015 2013 Published by Elsevier . Selection and/or peer-review under of license the 3 international © The Authors. Published by Elsevier Ltd. This is an open access article under responsibility the CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/). conference on responsibility leadership,oftechnology and innovation management. Derneg˘i (usyyd) (International Strategic Management under Uluslararası Stratejik Yönetim veYöneticiler Peer-review and Managers Association). __________ * Corresponding Author.Tel : 00213662043355
Fax :0021335555223
Email address : [email protected]
1877-0428 © 2015 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of Uluslararası Stratejik Yönetim veYöneticiler Derneg˘i (usyyd) (International Strategic Management and Managers Association). doi:10.1016/j.sbspro.2015.04.883
Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
1. Introduction Today, we need innovators more than any time before. Every organization and business is feeling the impact of globalization, migration, technological and knowledge revolutions, and climate change issues. Innovation will bring added value and widen the employment base. Innovation is imperative if the quality of life in these trying circumstances is to improve. Innovation will make the world a better place for the younger generation.[1] Ken Michaels Assumes New Leadership Role at Macmillan Science and Education;2005;p 13 Studies have confirmed that all businesses want to be more innovative. One survey identified that almost 90 per cent of businesses believe that innovation is a priority for them. The importance of innovation is increasing, and increasing significantly .[2] Phil Holberton. Speaking of Leadership , Vol. 3, No. 3Taking Charge American journal 2001. In the current day economic scenario, innovativeness has become a major factor in influencing strategic planning. It has been acknowledged that innovation leads to wealth creation. Even though efficiency is essential for business success, in the long run, it cannot sustain business growth. Experts have identified many types of innovation such as ‘Product Innovation’ that entails the introduction of a new product or a service that is new or considerably improved, ‘Process Innovation’ comprising the implementation of a new or a significantly enhanced production or delivery method, ‘Supply Chain Innovation’ in which innovations transform the sourcing of input products from the market and the delivery of output products to customers and ‘Marketing Innovation’ which results in the evolution of new methods of marketing with enhancements in product design or packaging, its promotion or pricing, among others. [3]-Ogbonna, E. and Harris, L. (2000), Leadership style, organizational culture and
performance: Empirical evidence from UK companies, International Journal of Human Resources
Management, pp.766-788. Most often planned and measured combination of ideas, objects and people leads to innovation resulting in new business ideas and technological revolutions. In order to be termed valuable innovations, new products and services need to be strong enough to progress through rigorous commercialization processes and into the marketplace. Many organizations are adopting measures to strengthen their ability to innovate. Such companies are creating a dependable operating system for innovation, an important indicator of corporate sustainability. [4]- Cenzo, D, “Human resources management”, Engel work, New Jersey, 1996.p146. Research has indicated that competition combined with strong demand is a major driver of innovation. Intensity of competition is the determinant of innovation and productivity. Innovation, besides
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products and services, also includes new processes, new business systems and new methods of management, which have a significant impact on productivity and growth. Innovation is one of those words that we all use, agree is a positive thing and for the most part want more of. However, the term “innovation” like “leadership” seems to defy a commonly accepted definition. There is no shared interpretation of what we mean or what we are observing when we use the terms. Moreover, we lack practices for deliberately and consistently producing “leadership” and “innovation”. This is evident in the fact that in spite of thousands of books on these subjects, reading and understanding the books doesn’t enable us to be leaders or innovators. [5]- G, Strauss, and l, salyse” the human problems” prentice, hall, 1963.p 67. There are obvious distinctions between the innovator (who), an innovation (what) and the process of innovating (how). This is to illuminate and inquire into the phenomenon of innovation (and leadership) before history judges an accomplishment as innovative or declares a person to be a leader. The focus will be on the innovator and the context or ‘way of being’ of the innovator. that competency for innovation is a natural by-product of certain ways of relating to the world; the context in which we relate to circumstances and change. I will also distinguish between innovation and art, two terms often used interchangeably. Finally, we distinguish simple change that is a variation of what already exists from profound change that alters the scope of what is possible. When we create a new tool we are innovating. When we are not innovating we are the tool or the ‘tool’ is an extension of us. For example, the typewriter was an innovation in writing. At some moment, the typewriter becomes transparent (to both the typist and those concerned with what is being typed) and we simply have a typist typing. The tool appears again only when there is a breakdown or it no longer serves its purpose. I am claiming that our relationship to the circumstances, especially when there are breakdowns, is the primary factor in determining whether we respond as leaders and innovate, or simply resist or cope with what is happening. [6]- William, H Newman, “the process of management”; concepts and behavior, fourth edition, Engel work, New Jersey, 1977, p100. Art is creative and may have value to its consumers, but requires no utility to be art. Art might be seen as the artist’s self-expression or experience of their world. Innovation on the other hand must allow for something else, some possibility or accomplishment or value beyond the innovation itself. If someone comes up with a new hammer that does what our existing hammers do, then that is a design change and design is an ‘art’. When someone creates a new kind of hammer, however, such as a ‘nail gun’ or a new method for hammering, then we can distinguish that as innovation. In this sense, we can also see that we can innovate within an art form, such as painting with acrylic at one point allowed artists to create effects that were not possible with traditional oils. Innovation takes place at different levels from modest improvements on an existing product or process to dramatic and even historically significant breakthroughs in how we relate to the world. In all
Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
cases, the capacity to innovate will be a function of our commitments, what we want to accomplish and our relationship with the circumstances we perceive we are in. If we are resisting or coping, we see no innovation and whatever change we generate will be as a reaction to the circumstances and part of the process by which those circumstances persist. When we are responding or choosing we are in a position to innovate and will do so naturally and consistently as a function of what we observe to be possible or what we observe is missing in our perspective of the world. Change based on this view is likely to be an improvement on what already exists. When we are bringing forth or creating we are not only in a position to innovate but are predisposed to do so. Further, in these ways of relating to circumstances, we have few if any limitations on what we can imagine and generate. We are likely to be generating breakthroughs or even creating entirely new spheres of possibility.[7] Dale Yoder, “personal management and industrial relations”, New York, prentice, hall, 1965p 390. To create here means to distinguish the rare ability that a few people have demonstrated to invent entirely new fields of inquiry. These people are creating new domains, new openings, and new possibilities for others to explore and innovate. This is a very distinct way of relating to circumstances in which the ‘creator’ is the author of the context in which the creator is relating. To create a context means to be responsible not only for what is being perceived, not only for one’s responses, not only for a generative relationship to the circumstances, but to be responsible for creating the background or space within which the circumstances appear. Mastery of anything from. art to penmanship is ultimately mastery of one self and ‘who one is being’ in a situation and in relationship to the world. Hence, to become a master of innovation, a person must own both what is happening as well as what isn’t happening, to be present to both “what is” as well as to the cognitive and transparent boundaries that define our perceivable reality. Change is happening all the time whether we’re aware of it or not. A random event, insight or an accident may be novel but I do not consider it to be an innovation. What one can observe and do in the context of a novel occurrence or insight might very well lead to innovation. For example, all of us have had ‘big ideas’ from time to time and done nothing about them only to learn later that someone has succeeded in bringing about exactly what we had imagined. This is what might distinguish a leader/innovator from a dreamer. 2. Innovation and Initiative Initiative is defined by Dictionary "an introductory act or step; leading action: to take the initiative in making friends." I define it as: "the ability to take necessary action, on your own accord, which gets the job done." I believe that initiative is one of the true elements that set people apart. It is not about whether you have initiative or not, everyone is capable of it, it is whether you use it or not. That is what sets performers apart from non-performers. [8] - David Sills, international Encyclopedia of the social sciences, the Macmillan & the Free Press, New York, 1999, p53.
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Initiative is a strong word that every employee wants in their performance evaluations. Many people place it in their resumes as a standard adjective. Unfortunately, a good portion of them do not even know what it means to take the initiative. It is not just about taking the first step; it is about taking the first step in something productive that has meaning. You have to be willing to take the first step and have the stamina to follow your initiative through to its conclusion. As a synonym, for initiative the word leadership. It should be no surprise that leadership and initiative are similar. A good leader knows the meaning of initiative, has initiative, and possesses the stamina to fully execute his or her initiative. Take time today and use initiative to get something positive done for your organization or your career. Being described as a person with "initiative" is a great complement, but a complement that has to be earned. In this framework for a new concept is presented and its relevance for considerations with respect to innovation and strategy is highlighted. The concept of innovation quality allows making a statement regarding the aggregated innovation performance in three different domains within an organization by comparing the result, being it a product, process or service innovation, with the potential and considering the process on how the result has been achieved. The three domains of innovation quality are product/service, process and enterprise [9]- Walker, j “Human resources”, planning evaluation perspectives, Irwin Illinois, 1986.p78. 3.Policy instruments and Innovation The Innovation in Governance research group investigates processes through which new forms of governance emerge, develop and spread across different governance domains (problem areas and jurisdictions).We analyse the emergence of new forms of governance as innovation processes. In elaborating a theoretical framework we build on a new combination of concepts from policy and governance studies, organizational studies, innovation studies and science and technology studies. The Forms of governance are often articulated in an instrumental fashion as policy instruments, tools, or, more recently, as modes of governance. As such they may take on a life of their own and start to travel across different domains of application. In seeking to capture this phenomenon we study innovation in governance by tracing and analysing the development of policy instruments as socially constructed technologies of governance. A genealogical research approach is intended to open the black box of policy instruments which are often taken as given options for policy making. Within this view, we develop a concept of policy instruments which combines both models of how governance could or should be and working arrangements in particular political contexts.
Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
We expect that by following the institutionalization and expansion of specialized governing sciences and constituencies, concerned with the development, installation and maintenance of specific policy instruments, we are able to understand how policy instruments take on a life of their own, take on actor qualities and add to the (transnational) dynamics of governance change. [10]- Yukl, G. (2002), Leadership in Organizations, Fifth Edition, Prentice Hall Inc., New Jersey,p 44. We conceptualise the processes through which new policy instruments emerge and develop as innovation journeys. The innovation journey concept takes account of distributed agency, convergent and divergent translations between different actors and non-linear dynamics of path constitution. In analysing innovation journeys we put a special focus on interactions between the development of models of governance in (social) science, policy design for particular purposes and the politics of reconfiguring governance in context. The policy instruments gain momentum as transnational constituencies which span these processes emerge and undergo institutionalization. 4. Methodology 4.1 Research Goal In this survey we aim to identify the mediating effect of learning orientation on the relationship between leadership style and firm performance. To test the propositions, a field survey using questionnaires was conducted. Develop innovative new strategies linked to core competencies and Encourage people to view problems or opportunities in a different way. 5 .Policy foresight and interaction with innovation Policy Foresight is a structured procedure to anticipate and reflect on plausible future paths of innovation journeys of policy instruments in interaction with developments of a governance domain. A diverse set of actors who are involved in the design of new policy instruments – be it as promoters or critics – are guided through a deliberative process. They construct future scenarios of innovation in governance and discuss their interactions with a broader social and ecological context to assess policy performances and reflect on sustainability strategies. Key questions are: how can development dynamics be anticipated and integrated into policy design, and how can policy innovations be embedded in structural contexts? During the process, which will be informed by results from our research, participants of the Policy Foresight contribute expectations towards future development dynamics and their view on reciprocal influences between policy instruments and domains. This provides societal actors with a platform for constructive dialogue on innovation in governance and sustainable development. [11]William, H Holley, personal management and issues, New York, the druden press, 1983, p23.
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The challenge is thus to analyse the interaction between policy instruments and innovation domains as a dynamic process of interpenetration and overlap in which both instruments and domains mutually constitute and shape each other. To analyse the innovation development and governance patterns within domains, we distinguish between policy design, problem framing, and struggle for political authority as three interdependent processes from which governance patterns emerge in a path dependent manner. Complementing our view on social dynamics shaping governance patterns in domains, we consider how ecological conditions and technological infrastructure shape political processes and function as particular selection environments for policy instruments. With the aim of identifying typical patterns and mechanisms of innovation in governance, we see a different case studies that trace emerging forms of governance through time and space. In order to study the development of policy instruments in relation to their context of application, we conduct interlaced case studies on the innovation journeys of policy instruments and on the development of governance patterns within particular domains. 6. Leadership, innovation and Social Change Social change builds community-based responses that address underlying social problems on an individual, institutional, community, national and/or international level. Social change can change attitudes, behaviours, laws, policies and institutions to better reflect values of inclusion, fairness, diversity and opportunity. Social change involves a collective action of individuals who are closest to the social problems to develop solutions that address social issues. [12]- Kotter, J. P. (1990), A Force for Change: How Leadership Differs from Management, New York: Free Press.P37. The ability to lead is vital to creating social change. Leadership is a process of which social change is be distributed, promoted, and expressed by leaders to multiple communities and diverse populations. A collective action from a collective group cannot come about if there is no unifying voice, vision, and/or goal. Leaders help to shape and provide a space for people to unite and reach towards their goals. They inspire and motivate others through their actions, behaviours, and words. For social change to occur within institutions, communities, or organizations, individuals would need to know what type of leaders they want to be in the social change process, and how their leadership can have an impact within these arenas [13] Ibid,p39.
Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
Leadership is a concept that can be confusing because it has both institutional and individual dimensions. Institutional leadership is generally based upon role and rank. Think of organizations like government, corporations and the military. The higher you rise in the organizational structure, the more authority that vests in the leadership role. There is a hierarchical structure, and power vests in the upper ranks. At its worst, organizational leadership is authoritarian and dictatorial. At its best, it has open channels of communication for a broad range of ideas to influence decisions and policies. These qualities, then, by themselves, may be necessary for strong leadership, but not sufficient for decent leadership. To these qualities must be added integrity and honesty, as well as compassion and courage in seeking a greater good for humanity. Great leaders who seek victories for humanity are usually not individuals who only fill institutional roles. They are individuals who have a great vision that will benefit humanity, are committed to achieving it with integrity and honesty, and persist in their efforts with compassion and courage despite seemingly insurmountable obstacles. [14]- Gabriel Almond, political development, Boston, 1970, p 33. In our society, leadership is too often dedicated to accumulating wealth and power. Wealth and power are not “a victory for humanity.” They are means to an end. The end may be something decent, such as combating poverty and hunger, but it may also be something selfish, such as personal aggrandizement, or something criminal, such as aggressive war. We must judge leaders not only by what they say, but by what they do, and we must hold them accountable for their actions. There is much that needs changing in our world. A large percentage of the world’s population lives in dire poverty, without safe drinking water or adequate nutrition. A billion people live on less than one dollar a day. Another billion live on less than two dollars a day. Some 25,000 children under the age of five die daily of starvation and preventable diseases. At the same time, the world spends over a trillion dollars annually on military forces, with the United States alone spending well over half the global total [15]- Dale Carnegie, “comment trouver le leader” traduit de l’Anglais par divier Wayne Hachette, France.2010, p152. We need to rethink what it means to be number one. We are all perishable, and we live on a perishable planet. The minimum responsibility of each generation is to pass the planet on, if not better than it was inherited, at least intact to the next generation. The power of our technologies, when combined with our capacity for complacency and our penchant for militarism, casts doubt on our ability as a species to continue to fulfil this responsibility.
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Results -
The idea of partnership requires a new frame of reference for both managers and human resources
staff. Managers need to work with human resources consultants to solve problems while continuing to take responsibility for their problems. For human resources staff, the new perspective is more complex. - Designed Learning’s Flawless Consulting Workshops teaches consulting skills that enable staff resource professionals to keep clients focused on their problems. A clear process is established for human resources
professionals
to
manage
relationships
with
clients:
Contracting
for
the
work.
Giving feedback about personal and organizational data to facilitate decision making. - Innovation and leadership are closely related. Leadership always has some focus on bringing about a better future. In this sense, leaders are necessarily innovators. We would not normally consider a spectator of the status quo to be a leader. - Innovation is imperative if the quality of life in these trying circumstances is to improve. Innovation will make the world a better place for the younger generation. -Leaders help to shape and provide a space for people to unite and reach towards their goals. They inspire and motivate others through their actions, behaviours, and words. - WORKING ON PARTNERSHIP In effective organizations, and staff work together to solve problems and take advantage of opportunities requires everyone to work in a partnership that is mutually responsible for successful change. While the line manager remains the client in such a partnership, the human resources staff partner takes on a consulting role, working with the manager toward an outcome beneficial to the entire organization. -If an established organization, which in this age necessitating innovation, is not able to innovate, it faces decline and extinction. - Role and relationship between leadership and innovation, sustainable development is to release social , human ,and cultural dimension is based on interactive and mutual influence and human resources to achieve human and material goals. - leadership is the art treatment of human nature Or the art of influencing human behavior to guide a group of people toward a specific goal in a manner to ensure
Obedience and trust, respect,
cooperation, and is known by some as the art of directing and influencing people
.
-The importance of innovation is increasing significantly. In the current day economic scenario, innovativeness has become a major factor in influencing strategic planning.
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_“Leadership” in this context is exercised through ‘opposition’ to the circumstance. For the most part, this will prove ineffective to the point of becoming part of the problem. -Leadership in this context is often facilitative and oriented toward reasonable expectations and interpretations of what is possible and not possible. -leadership in a context of Mastery is often very modest and may seem effortless or so natural as to seem inconsequential at the time. -We consider leaders and innovators as those who are concerned with and competent at bringing ‘new realities’ into existence. We consider innovating to be a primary element in the process of leading and we see innovations as examples of leadership results or outcomes.
References Ken Michaels Assumes New Leadership Role at Macmillan Science and Education;2005;p 13 American journal 2001. Phil Holberton. Speaking of Leadership , Vol. 3, No. 30p 22. Ogbonna, E. and Harris, L. (2000), Leadership style, organizational culture and
performance:
Empirical evidence from UK companies, International Journal of Human Resources Management, pp.766-788. Cenzo, D, “Human resources management”, Engel work, New Jersey, 1996.p146. G, Strauss, and l, salyse” the human problems” prentice, hall, 1963.p 67. William, H Newman, “the process of management”; concepts and behavior, fourth edition, Engel work, New Jersey, 1977, p100. Dale Yoder, “personal management and industrial relations”, New York, prentice, hall, 1965p 390. David Sills, international Encyclopedia of the social sciences, the Macmillan & the
Free Press, New
York, 1999, p53. Walker, j “Human resources”, planning evaluation perspectives, Irwin Illinois, 1986.p78. Yukl, G. (2002), Leadership in Organizations, Fifth Edition, Prentice Hall Inc., New Jersey,p 44. William, H Holley, personal management and issues, New York, the druden press, 1983, p23. Kotter, J. P. (1990), A Force for Change: How Leadership Differs from Management, New York: Free Press.P37. Ibid,p39. Gabriel Almond, political development, Boston, 1970, p 33. Dale Carnegie, “comment trouver le leader” traduit de l’Anglais par divier Wayne Hachette, France.2010, p152.
ScienceDirect Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
3rd International Conference on Leadership, Technology and Innovation Management
Relationship between innovation and leadership Melouki Slimane a a
Political sciences Department ,Faculty of Law ,University of M’sila,Algeria
Abstract Leadership is organizing a group of people to achieve a common goal. Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. The research for the characteristics or traits of leaders has been ongoing for centuries. This trait-based perspective dominated empirical and theoretical work in leadership. Using early research techniques, researchers conducted over a hundred studies proposing a number of characteristics that distinguished leaders from non-leaders: intelligence, dominance, adaptability, persistence, integrity, socioeconomic status, and self-confidence ,for example. The innovation reveals that the term is often associated with exogenous expert knowledge, private enterprise, product development, technology, science and entrepreneurs .In the practical experience of LEADER, however, it is more likely to be understood by local actors in terms of social innovation and cultural innovation rather than in the sense of science policy and technological innovation that dominates national policy discourses. This paper aims to clarify the relationship between innovation and leadership , But what is the nature of this relationship, and How leaders can play a role in the different field of innovation? rd
©2015 2013 Published by Elsevier . Selection and/or peer-review under of license the 3 international © The Authors. Published by Elsevier Ltd. This is an open access article under responsibility the CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/). conference on responsibility leadership,oftechnology and innovation management. Derneg˘i (usyyd) (International Strategic Management under Uluslararası Stratejik Yönetim veYöneticiler Peer-review and Managers Association). __________ * Corresponding Author.Tel : 00213662043355
Fax :0021335555223
Email address : [email protected]
1877-0428 © 2015 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of Uluslararası Stratejik Yönetim veYöneticiler Derneg˘i (usyyd) (International Strategic Management and Managers Association). doi:10.1016/j.sbspro.2015.04.883
Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
1. Introduction Today, we need innovators more than any time before. Every organization and business is feeling the impact of globalization, migration, technological and knowledge revolutions, and climate change issues. Innovation will bring added value and widen the employment base. Innovation is imperative if the quality of life in these trying circumstances is to improve. Innovation will make the world a better place for the younger generation.[1] Ken Michaels Assumes New Leadership Role at Macmillan Science and Education;2005;p 13 Studies have confirmed that all businesses want to be more innovative. One survey identified that almost 90 per cent of businesses believe that innovation is a priority for them. The importance of innovation is increasing, and increasing significantly .[2] Phil Holberton. Speaking of Leadership , Vol. 3, No. 3Taking Charge American journal 2001. In the current day economic scenario, innovativeness has become a major factor in influencing strategic planning. It has been acknowledged that innovation leads to wealth creation. Even though efficiency is essential for business success, in the long run, it cannot sustain business growth. Experts have identified many types of innovation such as ‘Product Innovation’ that entails the introduction of a new product or a service that is new or considerably improved, ‘Process Innovation’ comprising the implementation of a new or a significantly enhanced production or delivery method, ‘Supply Chain Innovation’ in which innovations transform the sourcing of input products from the market and the delivery of output products to customers and ‘Marketing Innovation’ which results in the evolution of new methods of marketing with enhancements in product design or packaging, its promotion or pricing, among others. [3]-Ogbonna, E. and Harris, L. (2000), Leadership style, organizational culture and
performance: Empirical evidence from UK companies, International Journal of Human Resources
Management, pp.766-788. Most often planned and measured combination of ideas, objects and people leads to innovation resulting in new business ideas and technological revolutions. In order to be termed valuable innovations, new products and services need to be strong enough to progress through rigorous commercialization processes and into the marketplace. Many organizations are adopting measures to strengthen their ability to innovate. Such companies are creating a dependable operating system for innovation, an important indicator of corporate sustainability. [4]- Cenzo, D, “Human resources management”, Engel work, New Jersey, 1996.p146. Research has indicated that competition combined with strong demand is a major driver of innovation. Intensity of competition is the determinant of innovation and productivity. Innovation, besides
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Melouki Slimane / Procedia - Social and Behavioral Sciences 181 (2015) 218 – 227
products and services, also includes new processes, new business systems and new methods of management, which have a significant impact on productivity and growth. Innovation is one of those words that we all use, agree is a positive thing and for the most part want more of. However, the term “innovation” like “leadership” seems to defy a commonly accepted definition. There is no shared interpretation of what we mean or what we are observing when we use the terms. Moreover, we lack practices for deliberately and consistently producing “leadership” and “innovation”. This is evident in the fact that in spite of thousands of books on these subjects, reading and understanding the books doesn’t enable us to be leaders or innovators. [5]- G, Strauss, and l, salyse” the human problems” prentice, hall, 1963.p 67. There are obvious distinctions between the innovator (who), an innovation (what) and the process of innovating (how). This is to illuminate and inquire into the phenomenon of innovation (and leadership) before history judges an accomplishment as innovative or declares a person to be a leader. The focus will be on the innovator and the context or ‘way of being’ of the innovator. that competency for innovation is a natural by-product of certain ways of relating to the world; the context in which we relate to circumstances and change. I will also distinguish between innovation and art, two terms often used interchangeably. Finally, we distinguish simple change that is a variation of what already exists from profound change that alters the scope of what is possible. When we create a new tool we are innovating. When we are not innovating we are the tool or the ‘tool’ is an extension of us. For example, the typewriter was an innovation in writing. At some moment, the typewriter becomes transparent (to both the typist and those concerned with what is being typed) and we simply have a typist typing. The tool appears again only when there is a breakdown or it no longer serves its purpose. I am claiming that our relationship to the circumstances, especially when there are breakdowns, is the primary factor in determining whether we respond as leaders and innovate, or simply resist or cope with what is happening. [6]- William, H Newman, “the process of management”; concepts and behavior, fourth edition, Engel work, New Jersey, 1977, p100. Art is creative and may have value to its consumers, but requires no utility to be art. Art might be seen as the artist’s self-expression or experience of their world. Innovation on the other hand must allow for something else, some possibility or accomplishment or value beyond the innovation itself. If someone comes up with a new hammer that does what our existing hammers do, then that is a design change and design is an ‘art’. When someone creates a new kind of hammer, however, such as a ‘nail gun’ or a new method for hammering, then we can distinguish that as innovation. In this sense, we can also see that we can innovate within an art form, such as painting with acrylic at one point allowed artists to create effects that were not possible with traditional oils. Innovation takes place at different levels from modest improvements on an existing product or process to dramatic and even historically significant breakthroughs in how we relate to the world. In all
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cases, the capacity to innovate will be a function of our commitments, what we want to accomplish and our relationship with the circumstances we perceive we are in. If we are resisting or coping, we see no innovation and whatever change we generate will be as a reaction to the circumstances and part of the process by which those circumstances persist. When we are responding or choosing we are in a position to innovate and will do so naturally and consistently as a function of what we observe to be possible or what we observe is missing in our perspective of the world. Change based on this view is likely to be an improvement on what already exists. When we are bringing forth or creating we are not only in a position to innovate but are predisposed to do so. Further, in these ways of relating to circumstances, we have few if any limitations on what we can imagine and generate. We are likely to be generating breakthroughs or even creating entirely new spheres of possibility.[7] Dale Yoder, “personal management and industrial relations”, New York, prentice, hall, 1965p 390. To create here means to distinguish the rare ability that a few people have demonstrated to invent entirely new fields of inquiry. These people are creating new domains, new openings, and new possibilities for others to explore and innovate. This is a very distinct way of relating to circumstances in which the ‘creator’ is the author of the context in which the creator is relating. To create a context means to be responsible not only for what is being perceived, not only for one’s responses, not only for a generative relationship to the circumstances, but to be responsible for creating the background or space within which the circumstances appear. Mastery of anything from. art to penmanship is ultimately mastery of one self and ‘who one is being’ in a situation and in relationship to the world. Hence, to become a master of innovation, a person must own both what is happening as well as what isn’t happening, to be present to both “what is” as well as to the cognitive and transparent boundaries that define our perceivable reality. Change is happening all the time whether we’re aware of it or not. A random event, insight or an accident may be novel but I do not consider it to be an innovation. What one can observe and do in the context of a novel occurrence or insight might very well lead to innovation. For example, all of us have had ‘big ideas’ from time to time and done nothing about them only to learn later that someone has succeeded in bringing about exactly what we had imagined. This is what might distinguish a leader/innovator from a dreamer. 2. Innovation and Initiative Initiative is defined by Dictionary "an introductory act or step; leading action: to take the initiative in making friends." I define it as: "the ability to take necessary action, on your own accord, which gets the job done." I believe that initiative is one of the true elements that set people apart. It is not about whether you have initiative or not, everyone is capable of it, it is whether you use it or not. That is what sets performers apart from non-performers. [8] - David Sills, international Encyclopedia of the social sciences, the Macmillan & the Free Press, New York, 1999, p53.
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Initiative is a strong word that every employee wants in their performance evaluations. Many people place it in their resumes as a standard adjective. Unfortunately, a good portion of them do not even know what it means to take the initiative. It is not just about taking the first step; it is about taking the first step in something productive that has meaning. You have to be willing to take the first step and have the stamina to follow your initiative through to its conclusion. As a synonym, for initiative the word leadership. It should be no surprise that leadership and initiative are similar. A good leader knows the meaning of initiative, has initiative, and possesses the stamina to fully execute his or her initiative. Take time today and use initiative to get something positive done for your organization or your career. Being described as a person with "initiative" is a great complement, but a complement that has to be earned. In this framework for a new concept is presented and its relevance for considerations with respect to innovation and strategy is highlighted. The concept of innovation quality allows making a statement regarding the aggregated innovation performance in three different domains within an organization by comparing the result, being it a product, process or service innovation, with the potential and considering the process on how the result has been achieved. The three domains of innovation quality are product/service, process and enterprise [9]- Walker, j “Human resources”, planning evaluation perspectives, Irwin Illinois, 1986.p78. 3.Policy instruments and Innovation The Innovation in Governance research group investigates processes through which new forms of governance emerge, develop and spread across different governance domains (problem areas and jurisdictions).We analyse the emergence of new forms of governance as innovation processes. In elaborating a theoretical framework we build on a new combination of concepts from policy and governance studies, organizational studies, innovation studies and science and technology studies. The Forms of governance are often articulated in an instrumental fashion as policy instruments, tools, or, more recently, as modes of governance. As such they may take on a life of their own and start to travel across different domains of application. In seeking to capture this phenomenon we study innovation in governance by tracing and analysing the development of policy instruments as socially constructed technologies of governance. A genealogical research approach is intended to open the black box of policy instruments which are often taken as given options for policy making. Within this view, we develop a concept of policy instruments which combines both models of how governance could or should be and working arrangements in particular political contexts.
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We expect that by following the institutionalization and expansion of specialized governing sciences and constituencies, concerned with the development, installation and maintenance of specific policy instruments, we are able to understand how policy instruments take on a life of their own, take on actor qualities and add to the (transnational) dynamics of governance change. [10]- Yukl, G. (2002), Leadership in Organizations, Fifth Edition, Prentice Hall Inc., New Jersey,p 44. We conceptualise the processes through which new policy instruments emerge and develop as innovation journeys. The innovation journey concept takes account of distributed agency, convergent and divergent translations between different actors and non-linear dynamics of path constitution. In analysing innovation journeys we put a special focus on interactions between the development of models of governance in (social) science, policy design for particular purposes and the politics of reconfiguring governance in context. The policy instruments gain momentum as transnational constituencies which span these processes emerge and undergo institutionalization. 4. Methodology 4.1 Research Goal In this survey we aim to identify the mediating effect of learning orientation on the relationship between leadership style and firm performance. To test the propositions, a field survey using questionnaires was conducted. Develop innovative new strategies linked to core competencies and Encourage people to view problems or opportunities in a different way. 5 .Policy foresight and interaction with innovation Policy Foresight is a structured procedure to anticipate and reflect on plausible future paths of innovation journeys of policy instruments in interaction with developments of a governance domain. A diverse set of actors who are involved in the design of new policy instruments – be it as promoters or critics – are guided through a deliberative process. They construct future scenarios of innovation in governance and discuss their interactions with a broader social and ecological context to assess policy performances and reflect on sustainability strategies. Key questions are: how can development dynamics be anticipated and integrated into policy design, and how can policy innovations be embedded in structural contexts? During the process, which will be informed by results from our research, participants of the Policy Foresight contribute expectations towards future development dynamics and their view on reciprocal influences between policy instruments and domains. This provides societal actors with a platform for constructive dialogue on innovation in governance and sustainable development. [11]William, H Holley, personal management and issues, New York, the druden press, 1983, p23.
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The challenge is thus to analyse the interaction between policy instruments and innovation domains as a dynamic process of interpenetration and overlap in which both instruments and domains mutually constitute and shape each other. To analyse the innovation development and governance patterns within domains, we distinguish between policy design, problem framing, and struggle for political authority as three interdependent processes from which governance patterns emerge in a path dependent manner. Complementing our view on social dynamics shaping governance patterns in domains, we consider how ecological conditions and technological infrastructure shape political processes and function as particular selection environments for policy instruments. With the aim of identifying typical patterns and mechanisms of innovation in governance, we see a different case studies that trace emerging forms of governance through time and space. In order to study the development of policy instruments in relation to their context of application, we conduct interlaced case studies on the innovation journeys of policy instruments and on the development of governance patterns within particular domains. 6. Leadership, innovation and Social Change Social change builds community-based responses that address underlying social problems on an individual, institutional, community, national and/or international level. Social change can change attitudes, behaviours, laws, policies and institutions to better reflect values of inclusion, fairness, diversity and opportunity. Social change involves a collective action of individuals who are closest to the social problems to develop solutions that address social issues. [12]- Kotter, J. P. (1990), A Force for Change: How Leadership Differs from Management, New York: Free Press.P37. The ability to lead is vital to creating social change. Leadership is a process of which social change is be distributed, promoted, and expressed by leaders to multiple communities and diverse populations. A collective action from a collective group cannot come about if there is no unifying voice, vision, and/or goal. Leaders help to shape and provide a space for people to unite and reach towards their goals. They inspire and motivate others through their actions, behaviours, and words. For social change to occur within institutions, communities, or organizations, individuals would need to know what type of leaders they want to be in the social change process, and how their leadership can have an impact within these arenas [13] Ibid,p39.
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Leadership is a concept that can be confusing because it has both institutional and individual dimensions. Institutional leadership is generally based upon role and rank. Think of organizations like government, corporations and the military. The higher you rise in the organizational structure, the more authority that vests in the leadership role. There is a hierarchical structure, and power vests in the upper ranks. At its worst, organizational leadership is authoritarian and dictatorial. At its best, it has open channels of communication for a broad range of ideas to influence decisions and policies. These qualities, then, by themselves, may be necessary for strong leadership, but not sufficient for decent leadership. To these qualities must be added integrity and honesty, as well as compassion and courage in seeking a greater good for humanity. Great leaders who seek victories for humanity are usually not individuals who only fill institutional roles. They are individuals who have a great vision that will benefit humanity, are committed to achieving it with integrity and honesty, and persist in their efforts with compassion and courage despite seemingly insurmountable obstacles. [14]- Gabriel Almond, political development, Boston, 1970, p 33. In our society, leadership is too often dedicated to accumulating wealth and power. Wealth and power are not “a victory for humanity.” They are means to an end. The end may be something decent, such as combating poverty and hunger, but it may also be something selfish, such as personal aggrandizement, or something criminal, such as aggressive war. We must judge leaders not only by what they say, but by what they do, and we must hold them accountable for their actions. There is much that needs changing in our world. A large percentage of the world’s population lives in dire poverty, without safe drinking water or adequate nutrition. A billion people live on less than one dollar a day. Another billion live on less than two dollars a day. Some 25,000 children under the age of five die daily of starvation and preventable diseases. At the same time, the world spends over a trillion dollars annually on military forces, with the United States alone spending well over half the global total [15]- Dale Carnegie, “comment trouver le leader” traduit de l’Anglais par divier Wayne Hachette, France.2010, p152. We need to rethink what it means to be number one. We are all perishable, and we live on a perishable planet. The minimum responsibility of each generation is to pass the planet on, if not better than it was inherited, at least intact to the next generation. The power of our technologies, when combined with our capacity for complacency and our penchant for militarism, casts doubt on our ability as a species to continue to fulfil this responsibility.
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Results -
The idea of partnership requires a new frame of reference for both managers and human resources
staff. Managers need to work with human resources consultants to solve problems while continuing to take responsibility for their problems. For human resources staff, the new perspective is more complex. - Designed Learning’s Flawless Consulting Workshops teaches consulting skills that enable staff resource professionals to keep clients focused on their problems. A clear process is established for human resources
professionals
to
manage
relationships
with
clients:
Contracting
for
the
work.
Giving feedback about personal and organizational data to facilitate decision making. - Innovation and leadership are closely related. Leadership always has some focus on bringing about a better future. In this sense, leaders are necessarily innovators. We would not normally consider a spectator of the status quo to be a leader. - Innovation is imperative if the quality of life in these trying circumstances is to improve. Innovation will make the world a better place for the younger generation. -Leaders help to shape and provide a space for people to unite and reach towards their goals. They inspire and motivate others through their actions, behaviours, and words. - WORKING ON PARTNERSHIP In effective organizations, and staff work together to solve problems and take advantage of opportunities requires everyone to work in a partnership that is mutually responsible for successful change. While the line manager remains the client in such a partnership, the human resources staff partner takes on a consulting role, working with the manager toward an outcome beneficial to the entire organization. -If an established organization, which in this age necessitating innovation, is not able to innovate, it faces decline and extinction. - Role and relationship between leadership and innovation, sustainable development is to release social , human ,and cultural dimension is based on interactive and mutual influence and human resources to achieve human and material goals. - leadership is the art treatment of human nature Or the art of influencing human behavior to guide a group of people toward a specific goal in a manner to ensure
Obedience and trust, respect,
cooperation, and is known by some as the art of directing and influencing people
.
-The importance of innovation is increasing significantly. In the current day economic scenario, innovativeness has become a major factor in influencing strategic planning.
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_“Leadership” in this context is exercised through ‘opposition’ to the circumstance. For the most part, this will prove ineffective to the point of becoming part of the problem. -Leadership in this context is often facilitative and oriented toward reasonable expectations and interpretations of what is possible and not possible. -leadership in a context of Mastery is often very modest and may seem effortless or so natural as to seem inconsequential at the time. -We consider leaders and innovators as those who are concerned with and competent at bringing ‘new realities’ into existence. We consider innovating to be a primary element in the process of leading and we see innovations as examples of leadership results or outcomes.
References Ken Michaels Assumes New Leadership Role at Macmillan Science and Education;2005;p 13 American journal 2001. Phil Holberton. Speaking of Leadership , Vol. 3, No. 30p 22. Ogbonna, E. and Harris, L. (2000), Leadership style, organizational culture and
performance:
Empirical evidence from UK companies, International Journal of Human Resources Management, pp.766-788. Cenzo, D, “Human resources management”, Engel work, New Jersey, 1996.p146. G, Strauss, and l, salyse” the human problems” prentice, hall, 1963.p 67. William, H Newman, “the process of management”; concepts and behavior, fourth edition, Engel work, New Jersey, 1977, p100. Dale Yoder, “personal management and industrial relations”, New York, prentice, hall, 1965p 390. David Sills, international Encyclopedia of the social sciences, the Macmillan & the
Free Press, New
York, 1999, p53. Walker, j “Human resources”, planning evaluation perspectives, Irwin Illinois, 1986.p78. Yukl, G. (2002), Leadership in Organizations, Fifth Edition, Prentice Hall Inc., New Jersey,p 44. William, H Holley, personal management and issues, New York, the druden press, 1983, p23. Kotter, J. P. (1990), A Force for Change: How Leadership Differs from Management, New York: Free Press.P37. Ibid,p39. Gabriel Almond, political development, Boston, 1970, p 33. Dale Carnegie, “comment trouver le leader” traduit de l’Anglais par divier Wayne Hachette, France.2010, p152.